Leadership & Board Advisory<\/p><\/h1><\/div>
Berlin \u2013 hometown, personal development space
\nmetropolis and mirror of German history<\/p><\/h3><\/div><\/div><\/div><\/div><\/div>
For more than three decades I have been advising and supporting companies and organizations in the selection and integration of personas in C-level positions. Emotionally, I am particularly connected to my hometown Berlin, for which I am engaged in various ways. One focus is the coordination of the VBKI Forum ‘CEOs for Berlin,’ which advocates for the development of the metropolitan region from an entrepreneurial perspective. In addition, I also serve as a volunteer judge at the Berlin Regional Court and contribute as a member of the Stifterverband’s board in the Berlin\/Brandenburg board of trustees.<\/p>\n<\/div><\/div><\/div><\/div><\/div><\/div> \u201cThe successful selection and integration of a top manager can help to secure the future of an entire organisation. Being a part of this process fills me with joy and a sense of purpose.\u201d<\/p>\n<\/div><\/div><\/div><\/div><\/div> e.g. conducted on behalf of the Which personality should the company develop further?<\/p><\/h2><\/div><\/div><\/div><\/div><\/div><\/div> When evaluating leadership personalities, I primarily utilize the competency and potential models developed by Egon Zehnder. With these internationally proven tools, I have gained experience in more than 3,000 assessments since 1994. Additionally, I have had the privilege of actively contributing to their continuous refinement in a global context.<\/p>\n The assessment and development of the four personality traits of curiosity, insight, mobilising power and determination is particularly important here. I got the opportunity to prove this skill over the last three decades, in particular in the multi-layer communication processes that result from complex owner and committee structures.<\/p>\n<\/div><\/div><\/div> My executive assessment approach <\/strong> consists of the following steps:<\/p>\n In addition, I conduct in-depth reference meetings in an effort to analyse personality traits and behavioural patterns. This is followed by a calibration phase and a report that serves as the basis for further decisions as well as the subsequent feedback and development meeting.<\/p>\n<\/div><\/div><\/div><\/div><\/div> Executive Transition<\/p><\/h3><\/div> e.g. conducted on behalf of the How does a new leader achieve expected effectiveness?<\/p><\/h2><\/div><\/div><\/div><\/div><\/div><\/div> In my opinion, there cannot be a universal recipe for success for executive and leadership transitions. Every situation is unique. I support my clients in three clearly structured phases:<\/p>\n I <\/b>develop<\/b>\u00a0an understanding of the specifics of the company and the leadership role before the new leader takes on this role. I obtain information on the organizational structure, leadership team and relevant share- and stakeholders. (period: month 0-1)<\/p>\n<\/div><\/div><\/div> I plan<\/b>\u00a0and moderate meetings and workshops with the new leader and his\/her management team. Topics are: Business Challenges, Organization & Culture, Team Effectiveness, Strategy Development, Share- and Stakeholder Management and so on. I support in the development of necessary decisions and their communication. (period: months 2 to 5).<\/p>\n I <\/b>obtain<\/b>\u00a0references from executives, colleagues and team members and develop a Integration Review Report. Together with the executive, I reflect on the results with the aim of achieving their expected effectiveness comprehensively. (period: months 6 and 7).<\/p>\n In all phases, I accompany the executive through individual coaching, and if desired, beyond.<\/p>\n<\/div><\/div><\/div><\/div><\/div> e.g. in cooperation with ESMT Berlin \u2013 a leading German business school and the headquarters of the Hidden Champions Institute (HCI).<\/p><\/h3><\/div><\/div><\/div> Which conditions release coaching capabilities?<\/p><\/h2><\/div><\/div><\/div><\/div><\/div><\/div> My qualifications and experience are in transition and development coaching, especially for executives with new responsibilities. During the coaching, I aim to obtain a deep understanding of the respective personal situation. At the same time, the meetings are characterised by systemic questions and targeted interventions.<\/p>\n As a rule, a coaching lasts between six and twelve months. The formats, frequency, location, and duration of joint appointments are planed based on needs and the individual situation.<\/p>\n<\/div><\/div><\/div> A coaching programme<\/strong>\u00a0essentially consists of the following phases:<\/p>\n My coaching programmes are based on the principles for members of the German Federal Association of Executive Coaching (DBVC) and the International Organization for Business Coaching (IOBC), which define binding quality standards. At ESMT Berlin, the leading German business school, I am also a \u201cmember of ESMT\u2019s pool of executive coaches\u201d.<\/p>\n<\/div><\/div><\/div><\/div><\/div> Prof. Dr. J\u00f6rg K. Ritter<\/p><\/h1><\/div><\/div><\/div> 1978-1984<\/p>\n<\/div><\/div><\/div> Foreign trade programme and doctorate at Hochschule f\u00fcr \u00d6konomie Berlin-Karlshorst<\/p>\n<\/div><\/div><\/div><\/div> 1984-1990<\/p>\n<\/div><\/div><\/div> Work in the foreign trade area for companies in the furniture and cultural goods industry and in industrial SMEs<\/p>\n<\/div><\/div><\/div><\/div> 1990-1991<\/p>\n<\/div><\/div><\/div> Executive assistant at Treuhandanstalt 1991-1994<\/p>\n<\/div><\/div><\/div> Senior associate at McKinsey & Company 1994-2023<\/p>\n<\/div><\/div><\/div> Consultant, partner and senior advisor at Egon Zehnder Since 2013<\/p>\n<\/div><\/div><\/div> Coaching Training (DBVC) at the artop – Institut an der Humboldt-Universit\u00e4t zu Berlin (2013), since 2020 Senior Coach (DBVC\/IOBC), INSEAD Coaching Certificate (2023\/24)<\/p>\n<\/div><\/div><\/div><\/div> Since 2014<\/p>\n<\/div><\/div><\/div> Professorship for business administration at Quadriga Hochschule Berlin; lecturer for the course on “MBA Leadership”<\/p>\n<\/div><\/div><\/div><\/div> Since 2017<\/p>\n<\/div><\/div><\/div> Deputy Chairman of the Hidden Champions Institute (HCI) and “Executive in Residence” at the \u201eEuropean School of Management and Technolgy\u201c (ESMT), Berlin<\/p>\n<\/div><\/div><\/div><\/div> Since 2020<\/p>\n<\/div><\/div><\/div> Member of the executive committee of the “Verein Berliner Kaufleute und Industrieller\u201c (VBKI) and member of the advisory board of the family-run company “BEGA Group”.<\/p>\n<\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div> Publications<\/p><\/h2><\/div><\/div><\/div><\/div><\/div><\/div> Prof. Dr. J\u00f6rg K. Ritter, >> Read more<\/a><\/p>\n<\/div><\/div><\/div> Prof. Dr. J\u00f6rg K. Ritter, >> Read more<\/a><\/p>\n<\/div><\/div><\/div> Ren\u00e9 Sadowski, Lena Bolz, J\u00f6rg K. Ritter, >> Read more<\/a><\/p>\n<\/div><\/div><\/div> Claudio Fernandez-Araoz, Sonny Iqbal, J\u00f6rg Ritter, Ren\u00e9 Sadowski,
\nI have a particular passion for owner-operated and family-run companies,\u00a0for which I have been working as a Senior Advisor<\/strong> and Executive Coach<\/strong> in recent years. My involvement in founding and developing the Hidden Champions Institute at ESMT Berlin attests to this.<\/p>\n![](\"http:\/\/joergkritter.com\/wp-content\/uploads\/2023\/05\/collage_prev_3.jpg\" "\\"collage_prev_3\\"")
<\/span><\/div><\/div><\/div><\/div><\/div>Executive Assessment<\/h3><\/div>
\nfamily-run company Viessmann in Allendorf<\/p><\/h3><\/div><\/div><\/div><\/div><\/div><\/div>\n
\nfamily-run company Knauf in Iphofen<\/p><\/h3><\/div><\/div><\/div><\/div><\/div><\/div>
\nSome leaders switch from an SME to a group and vice versa. Transitions from a line function to a matrix function and vice versa are also common. The new place of activity may itself be undergoing a transfor\u00admation. Or the company relies on an external CEO instead of a family member.<\/p>\nExecutive Coaching<\/h3><\/div>
\nI serve as a personal advisor for chairpersons and governance committees, for top management, and for selected emerging leaders, as well as for interested shareholders and members of business families.<\/p>\n\n
![](\"http:\/\/joergkritter.com\/wp-content\/uploads\/2023\/06\/Ritter-Portrait-e1688374592595.jpg\" "\\"Ritter")
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\nExperiencing the transformation of an entire national economy shaped me as a person and had a strong influence on my professional career<\/p>\n<\/div><\/div><\/div><\/div>
\nI learned my trade at this international corporate and strategic consulting company<\/p>\n<\/div><\/div><\/div><\/div>
\nmanagement and coordination of global practice groups. Challenging mandates included succession solutions at the top levels of owner-operated and family-run companies<\/p>\n<\/div><\/div><\/div><\/div>\u201eDen Nachwuchs fit machen\u201c<\/h4><\/div>
\n<\/em>Coaching Magazin, Ausgabe 4\/2024<\/em><\/p>\n\u201eCoaching und Leadership-Transitions\u201c<\/h4><\/div>
\n<\/em>Coaching Magazin, Ausgabe 4\/2024<\/em><\/p>\n\u201eHR braucht ein neues Profil\u201c<\/h4><\/div>
\n<\/em>Human Resources Manager, Feb.\/Mar 2023<\/em><\/p>\n\u201e6 Traits of Strong Family Businesses\u201c<\/h4><\/div>
\n<\/em>Havard Businees Review, Publisher on Org JUNE 18, 2019<\/em><\/p>\n